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Emotional Intelligence as an Important Asset for HR in Organizations:

Leaders and Employees

Article  in  International Journal of Advanced Corporate Learning (iJAC) · April 2019

DOI: 10.3991/ijac.v12i1.9637

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Paper— Emotional Intelligence as an Important Asset for HR in Organizations: Leaders and
Employees

Emotional Intelligence as an Important Asset for HR in

Organizations: Leaders and Employees
https://doi.org/10.3991/ijac.v12i1.9637

Athanasios Drigas(*)
Net Media Lab, Institute of Informatics & Telecommunications, National Centre for Scientific
Research “Demokritos,” Greece
dr@iit.demokritos.gr

Chara Papoutsi
Net Media Lab, Institute of Informatics & Telecommunications, National Centre for Scientific
Research “Demokritos,” Greece

Abstract—Emotional intelligence (EI) is related to emotions and emotional

information. It has attracted great attention among researchers and Human
Resource (HR) practitioners because of its input for leaders and employees and
its key role in organizational effectiveness and excellence. Here, we describe the
models of EI and review the findings to show the positive correlations between
EI, leaders and employees. We conclude by indicating thoughts for future
research on the role of EI in organizations.

Keywords— Human Resources, Emotional Intelligence, Organizations,

Leadership, Employees, Team, Performance, Effectiveness.

1 Introduction
EI is described as the perception, evaluation, and management of emotions in
yourself and others [1]. It is a concept that tries to connect both emotion and cognition
and metacognitive processes [2-3].
Nowadays, working environments are more demanding and competitive due to a
world economy which becomes more global with the mass influx of information and
new technologies. The competition and demands that leaders and managers face today
is intense and the excellence they need to succeed in their organizations hinges on
learning and teamwork, as well as good intrapersonal and interpersonal relationships
[4]. As a set of significant abilities, EI is attractive to HR specialists because it provides
a framework of skills, which preexist, and are responsible for behaviors considered to
help people be successful and effective at work [5]. Emotionally intelligent
organizations can tap the talents of their workforce and tackle challenges more
effectively. Managers and employees must be able to cooperate, to positively influence
others and find faster and creative ways to accomplish tasks [6].
Research shows that emotions, properly managed, can lead to trust, faith and
commitment. Productivity, innovations, success as individuals, groups or organizations

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Paper— Emotional Intelligence as an Important Asset for HR in Organizations: Leaders and
Employees

can take place in such a context where EI plays a crucial role [7]. Reynolds and Vince
(2004) comment on the centrality of emotion in the workplace: “Every organization is
an emotional place because it is a human invention, serving human purposes and
dependent on human beings to function… Emotion is what creates and sustains a
system in its current form. Individuals and groups continually organize themselves both
on the basis of their emotional responses to organizational issues, and on the basis of
avoiding emotion” [8].
In a company or an organization leaders and employees should have emotional skills
beyond technical ones. Leaders with EI can better understand their employees, create a
friendlier and more accessible working environments, solve problems and make
decisions based on having more self-management and self-control. It is highly probable
that the performance of the company will grow under these conditions. Leader’s with
EI will be an inspiration, and will be able to transmit their thoughtfulness to their
employees making them feel more efficient, happier and satisfied at work. Moreover,
employees who have EI have better social awareness and social management skills, can
be integrated into a group, and show greater performance results. Furthermore, they
exhibit greater satisfaction, and the ability to manage stress.
This paper outlines the importance of EI to an organization by reviewing studies that
have made the link between EI Leadership and Team Effectiveness. We point out how
EI is associated with these two variables to better understand the role that EI can play
in a working environment and we provide a framework for corporate effectiveness.

2 The Models of Emotional Intelligence

There are different approaches to model the concept of EI. These include the ability
models, the mixed models (sometimes called emotional), social competence models,
and the trait models [9].
The Mayer ability model is the most commonly accepted model of EI. Mayer and
Salovey suggested that EI is a cognitive ability, which is separate but also associated
with general intelligence. Specifically, Mayer, Salovey, Caruso, and Sitarenios [10]
suggested that emotional intelligence consists of four skill dimensions: (1) perceiving
emotion (i.e., the ability to detect emotions in faces, pictures, music, etc.); (2)
facilitating thought with emotion (i.e., the ability to harness emotional information in
one’s thinking); (3) understanding emotions (i.e., the ability to understand emotional
information); and (4) managing emotions (i.e., the ability to manage emotions for
personal and interpersonal development). These skills are arranged hierarchically so
that the perceptual emotion has a key role in facilitating thinking, understanding
emotions, and managing emotions. These branches are arising from higher order basic
skills, which evolve as a person matures. The psychometric tool they built to measure
emotional intelligence refers to the objective measurement of abilities. The first test,
constructed by Mayer, Salovey and Carouso, based on their theoretical model of
emotional intelligence, is the MEIS test (1999). Afterwards, they published a more
improved version, the MSCEIT test (2002) which is divided into four parts, the four
branches described by their theory [11].
The Bar-On model belongs to mixed models. His approach is more psychological and
refers to emotional intelligence as a series of interpersonal skills that affect an

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individual's behavior at various events in his life. According to Bar-On emotional-

social intelligence is composed of emotional and social abilities, skills and facilitators.
All these elements are interrelated and work together. They play a key role in how
effectively we understand ourselves and others, how easily we express ourselves, but
also in how we deal with daily demands. Bar-On’s (2006) model of competencies and
skills included: [...] the ability to be aware of, to understand, and to express oneself; the
ability to be aware of, to understand and relate to others; the ability to deal with strong
emotions and control one’s impulses; and the ability to adapt to change and to solve
problems of a personal or social nature. Bar-On’s model, which he later named the Bar-
On model of ESI, includes the components of interpersonal skills, adaptability, stress
management, and general mood [12]. To measure emotional intelligence, Bar-On, in
1992, produced one of the first self-reports on emotional intelligence, Bar-On EQ-i,
which he then improved [13].
Daniel Goleman’s mixed model (1998) defines Emotional Intelligence/Quotient as
the ability to recognize our own feelings and those of others, to motivate ourselves, and
to handle our emotions in order to have the best for ourselves and for our relationships.
Emotional Intelligence describes capacities different from, but supplementary to,
academic intelligence. Boyatzis and Goleman expanded the scope of their model to
encompass social and emotional competencies linked to effective performance in the
workplace and pointed out that it is composed of elements sorted into four “clusters”
including self-awareness, self-management, social awareness, and relationship
management [14]. To measure Emotional Intelligence, they constructed The Emotional
Competence Inventory (ECI) test which consists of 72 items and it is both a self-report
and multirater instrument [15].
Petrides and Furnham (2001) developed the Trait Emotional Intelligence model
which is a combination of emotionally-related self-perceived abilities and moods that
are found at the lowest levels of personality hierarchy and are evaluated through
questionnaires and rating scales [16]. The trait EI essentially concerns our perceptions
of our inner emotional world. An alternative tag for the same construct is trait emotional
self-efficacy. People with high EI rankings believe that they are “in touch” with their
feelings and can regulate them in a way that promotes prosperity. These people may
enjoy higher levels of happiness. The trait EI feature sampling domain aims to provide
complete coverage of emotional aspects of personality. Trait EI rejects the idea that
emotions can be artificially objectified in order to be graded accurately along the IQ
lines. The adult sampling domain of trait EI contains 15 facets: Adaptability,
Assertiveness, Emotion perception (self and others), Emotion expression, Emotion
management (others’), Emotion regulation, Impulsiveness (low), Relationships, Self-
esteem, Self-motivation, Social awareness, Stress management, Trait empathy, Trait
happiness, and Trait optimism [17].

3 Empirical Studies: Reported Positive Results for Applying

Emotional Intelligence in Leaders and Employees
Studies and researches on emotional intelligence in the workplace have shown that
emotional intelligence plays an important role in corporate development and

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Paper— Emotional Intelligence as an Important Asset for HR in Organizations: Leaders and
Employees

performance at work, and that leadership with emotional intelligence is one of the
main factors in creating a productive working environment that empowers workers
and encourages them to make the most of their potential, which is directly related to
the long-term business objective of most companies, which is to increase their profits
and maximize return on their employees. The empirical studies in the literature review
were conducted in a variety of industries and organizational settings and are
quantitative.

3.1 The Impact of Emotional Intelligence on Leadership Effectiveness

According to Hogan et al. (1994) an aim of the leadership is to make people devote
themselves to the common goals and obligations of an organization for the goal of the
prosperity of the team and the organization as a whole [18]. Leadership is the process
of communication (verbal and non-verbal) that involves coaching, motivating or
inspiring, directing or guiding and supporting or counselling others [19]. Goleman et
al. (2002) have supported that emotional intelligence is a crucial component of
leadership effectiveness, even more when leaders are getting involved with teams [20].
Daniel Goleman (2003) identified five elements that a leader must have to be effective
and successful: 1) self-awareness, 2) self-regulation, 3) motivation, 4) empathy, 5)
social skill. Goleman (1998) pointed out that leaders with EI are better at managing
relationships and succeed in effective performance by the power of emotions [21].
People (leaders) who manage emotionally - who know and control their feelings and
distinguish and effectively treat the feelings of others - are beneficial in every area of
life, whether they are emotional and familiar, or adhere to unwritten rules governing
success in organizational policy.
In addition, empathy is considered a basic element in many leadership styles [22]
which leads to high productivity and empowers corporate members in interacting
cooperatively and reaching common goals through motivating, inspiring,
understanding and recognizing needs, strengths, feelings, and thoughts [23].
Management based on emotional intelligence and empathy is built from neurological
links [86]. Revolutionary discoveries in the field of brain research show that leaders'
moods and actions have a decisive impact on those they direct, especially if leadership
is operating with EI and empathic ability. Then, the leader has the capacity to inspire,
to stimulate passion and enthusiasm, motivation and dedication, to support and
understand employees and co-workers, and to give the confidence to constructively
solve problems and conflicts that occur [24].
Ramchunder & Martins (2014) used measurements in a total of 107 police personnel
and confirmed a positive connection between emotional intelligence, self-efficacy and
leadership effectiveness [25]. Batool (2013) explored the relationship between
emotional intelligence and effective leadership at a managerial level in the private and
public sector of Pakistan, mainly in the banking sector. Fifty people were questioned,
and results indicated an important and positive correlation between leadership style and
Emotional Intelligence [26]. Moreover, Gardner, & Stough (2002) distributed a
questionnaire to 250 high level managers. One-hundred and ten participants responded
to the questionnaire and the findings supported the existence of a strong relationship
between transformational leadership and overall EI [27].

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Castro et al. (2012) examined the relationship among EI and employees’ creativity.
The survey took place in a hospital where data from two questionnaires were collected
from leaders and from employees. The findings for these two variables were positive
[28]. There are other numerous empirical studies that reflect this positive relationship
between EI and leadership effectiveness for the best of employees and for the
corporation [29-32].

3.2 The Impact of Emotional Intelligence on Team Effectiveness

Teams are a necessity in various organizations. People working as a team have a set
of complementary skills, and are trying to succeed at the jobs, projects and goals that
their organizations have set [33]. Effective Teams, aside from technical skills, must
have emotional skills too. High EI teams are more creative, more cooperative, more
effective, help each other, can differentiate their work in order to improve the outcomes
of the team and the organization as a whole, can face difficulties or conflicts more
constructively if they occur, think from different perspectives, and they can accept the
diversity of people. Teams with high emotional intelligence skillfully manage and get
the most from the personalities within the team, pay attention to both work and feelings,
and regulate emotions in the team among the other members [34].
EI in a team helps build trust, respect and understanding among members which may
lead to better participation and collaboration, which in turn will produce better decision
making, productivity, creative solutions, and an overall flourishing working
environment [35]. In a team everyone plays an important role in the overall level of
emotional intelligence, and with the contribution of the manager greater EI results will
be produced.
Appolus et al. (2016) research data has shown that emotional intelligence is
inseparable from the workplace as it affects team effectiveness. Working in teams
requires skills that help individuals to understand and regulate their emotions and those
of others [36]. Aslan et al. (2008) also found that team emotional intelligence has a
positive effect on team effectiveness. The study also revealed that the self-management
dimension has the most influence on team effectiveness. Furthermore, a positive and
significant correlation between the social awareness dimension and team effectiveness
was found [37].
Jordan & Lawrence (2009) in a recent study have highlighted that emotional
Intelligence is linked to improved team behaviors and team performance [38]. Similar
studies that have provided positive and important evidence regarding the relationship
between EI and team performance and effectiveness are those of Elfenbein et al. 2006,
Chang et al. 2012, Luca & Tarricone, 2001 [39-41] etc.
Considering the positive effects of emotional intelligence in the areas mentioned
above, it is concluded that when leaders and employees have emotional intelligence
that can contribute to the efficiency and effectiveness of themselves, and as a whole
team it can therefore contribute to the efficiency and effectiveness of the entire
corporation (Figure 1).

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Paper— Emotional Intelligence as an Important Asset for HR in Organizations: Leaders and
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Leaders'
Working Leaders and Emotional Effectiveness Corporate
Environment Employees Intelligence Effectiveness
Employees'
Effectiveness

Fig. 1. A proposed framework of Emotional Intelligence in Organizations

4 Discussion

People are flooded with emotions every day, and feelings follow them in all the
manifestations of their lives. Humans cannot be isolated from their feelings.
Intelligence plays an important role, but emotional intelligence plays an equal one as
far as behaviors and reactions are concerned. In the normal evolution of life, emotional
intelligence tends to increase as we learn to be more aware of feelings, effectively
handing distressing emotions, listening, and empathizing.
Research findings indicate the importance of EI both from the side of the leaders and
from the side of the employees. Organizations must have a qualified workforce not only
in technical abilities but in emotional ones. EI in the leadership of an organization
directly affects the maintenance of high-quality employees, the overall productivity,
encourages them, and creates a healthier working environment. Employees cooperate
better as a team and have stronger and more effective interpersonal relationships, which
is essential, taking into consideration that today many industries, organizations and
corporations are multigenerational. Employees with emotional and empathic skills can
express their emotions, understand themselves and their colleagues, deal with positive
and negative emotions, difficult situations, and they can build a constructive
environment where cooperation and collaboration exist and increase.
It is worth noting that Dewey used the concept of cooperative intelligence with the
intention of pointing out the importance of cooperation and intelligence for a complete
and ideal society within the framework of democracy [42]. Therefore, cooperative
intelligence accompanied by emotional intelligence could be introduced within
organizations since cooperation helps people interact and communicate better and
create a friendlier and more effective environment.
Emotional intelligence, as the results of research show, can be one of the strong
foundations of a company that will lead to a strong corporate governance [43].
Innovative approaches to corporate culture must be created and intervention training
programs should be developed for the leaders, for the employees and for the workforce
that is hired in a company to increase their EI levels. Furthermore, software,
applications and virtual environments will be helpful for the purpose of acquiring EI
skills, with the purpose of improving intrapersonal and interpersonal relationships,
work performance and work success. Moreover, studies should be conducted in larger
samples and in all kind of industries, organizations and businesses and in almost all

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countries in order to have an overall picture of the emotional intelligence in the working
world. Consequently, integration programs related to EI will be designed more
carefully and will be more targeted. It is important to mention that developing
emotional and empathic skills is a long process with continuous effort, but in the end,
everyone will benefit at the personal and group working level.

5 References
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5 Authors

Athanasios Drigas is a Research Director at IIT-N.C.S.R. Demokritos. He is the

Coordinator of Telecoms Lab and founder of Net Media Lab since 1996. From 1990 to
1999 he was the Operational manager of the Greek Academic network. He has been the
Coordinator of Several International Projects, in the fields of ICTs, and eservices (e-
learning, e-psychology, e-government, e-inclusion, e-culture etc). He has published
more than 300 articles, 7 books, 25 educational CD-ROMs and several patents. He has
been a member of several International committees for the design and coordination of
Network and ICT activities and of international conferences and journals. Also he has
accepted several distinctions for his work (articles, projects, patents).

Chara Papoutsi is a PhD Candidate in Information and Communication Systems

Engineering at the University of the Aegean in Samos, Greece. She holds a Master’s
degree in Applied Pedagogy at the National and Kapodistrian University of Athens.
She is a teacher in a primary school. She has publications on empathy and emotional
intelligence and she is also with NCSR DEMOKRITOS, Institute of Informatics and
Telecommunications, Net Media Lab, Athens, Greece.

Article submitted 2018-10-04. Resubmitted 2018-12-17. Final acceptance 2019-02-14. Final version
published as submitted by the authors.

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